Relax in luxury this Easter at Mount Juliet Estate.
This elegant courtyard, just five minutes' walk from the Manor house, is home to the bright and spacious rooms of Hunter's Yard.
View our luxury Special Offer in the Manor House at Mount Juliet Estate.
Mount Juliet was a family home until 1989 and the Manor House remains one of Ireland's finest country houses, as well as being Co. Kilkenny's most acclaimed country Estate. We are proud to maintain traditions and standards that have endured from the glory days of the 'Big House' - just as we are proud of the hospitality that has brought us international renown. Mount Juliet's tradition of hospitality dates back to the 18th Century, when young Somerset Butler and his new bride Juliet, moved into the newly refurbished house, renamed in her honour. Over the years a great many illustrious people have dined,fished and hunted before resting in one of her 32 sumptuous bedrooms, which are named after a select few of our previous guests – The King of Ossory, The Black Earl, Lady Juliana and Fitzwilliam Le Gros.
On the Estate there are 2 properties, the luxurious 32 bedroom Georgian Manor House and the 93 bedroom Hunter's Yard which offers laid-back luxury with a twist.
A stay at Mount Juliet Estate is a truly unique experience. It's a place to come and be who you want to be, whether that involves fishing, riding, golfing, archery, falconry or the absolute indulgence of our treatment suites.
Choose from our 2 properties - the luxurious 32 bedroom Georgian Manor House, or the 93 bedroom Hunter's Yard, which offers laid-back luxury with a twist.
View our Georgian Manor House Rooms and the laid-back luxury of our Hunter's Yard Rooms.
Experience fine dining with the 3AA Rosette and Michelin Star Restaurant The Lady Helen in the Manor House or casual dining with the 2 AA Rosette restaurant, The Hound at Hunter's Yard.
Mount Juliet Estate offers a range of activities for you to experience during your stay. From falconry, archery, golf, equestrian and fishing.
Luxury Spa, Fishing, Archery, Falconry, and Equestrian to ensure your break is never dull.
The Chauffeur's Lodge is our self-catering cottage on Mount Juliet Estate.
dining area and a bright and airy relaxing lounge areas.


The New York Times reported Tuesday that US Defense Secretary Ashton Carter has provided the White House with a detailed plan for expansive military operations throughout Libya.
The proposal was presented by Carter to President Barack Obama's top national security advisers on February 22. Drawn up by the Pentagon's Africa Command and the Joint Special Operations Command (JSOC), the operation would reportedly involve airstrikes on 30 to 40 targets determined to belong to the Islamic State in Iraq and Syria (ISIS).
Citing anonymous government officials, the Times reported that once the plan is approved by Obama, warplanes will launch attacks on alleged ISIS training camps, command centers and munitions depots while also providing air cover to various US-backed militias, which include Islamist elements similar to ISIS.
Typically, the Times report failed to mention that the Obama administration bears responsibility for the destabilization of Libya and the growth of ISIS and other Islamist militias across the region.
Under the pseudo-legal guise of the "responsibility to protect" anti-government protesters in Benghazi from a supposedly impending massacre, the US and its imperialist allies in Europe launched a regime change operation in 2011 to oust Muammar Gaddafi, the longtime leader of the oil-rich country.
Spearheaded by Hillary Clinton, then Obama's Secretary of State, the supposedly humanitarian operation resulted in the deaths of approximately 30,000 people; the brutal lynch-mob murder of Gaddafi; the de facto partition of Libya between multiple competing factions; and the destabilization of countries throughout the Middle East and West Africa.
Since 2011 the United States and its allies have repeatedly launched air strikes and Special Forces raids in Libya, something which US officials have insisted will continue regardless of plans for wider military operations. Last month the US launched an airstrike on an alleged ISIS training camp in western Libya near the border with Tunisia, killing as many as 50 people.
At a televised town hall event hosted by Fox News Monday night, Clinton, the Democratic frontrunner in the 2016 presidential primaries, once again led the charge for intervention, stating that she supports the deployment of US Special Forces to Libya and favors the expansion of American military operations.
While the official position of the US and its European allies is that they will wait to launch military operations until the formation of a national unity government in Libya, hundreds of Special Forces troops have already been deployed covertly to Libya for the last several weeks to lay the groundwork for a much larger assault. Aircraft from the US, France and Great Britain have also been flying reconnaissance flights over the country.
Soldiers from the US, Britain, Italy and France have been deployed to Misrata in the west and Benghazi in the east to train and arm militias which, in addition to fighting each other for control of the country, are confronted with a growing branch of ISIS centered in the city of Sirte.
The main groups receiving support are the Libya Dawn, which includes fighters linked to Al Qaeda, loyal to the Islamist General National Congress based in Tripoli, and the forces loyal to the Council of Deputies based in Tobruk, including those under the command of the CIA-backed Libyan general Khalifa Hifter.
Italy in particular is playing a crucial role in preparing for the opening of renewed military operations in its former colonial possession. A joint military operations center has been established in Rome, and an agreement was reached in February to allow the United States to carry out airstrikes in defense of Special Forces deployed in Libya, using manned aircraft and drones stationed at Sigonella airbase in Sicily.
Last Friday US Ambassador to Italy John Phillips told Corriere della Sera that Italy was preparing to deploy 5,000 troops to Libya to fight ISIS. "We need to make Tripoli safe and ensure that ISIS is no longer free to strike," he stated.
A main factor in the current press for expanded military operations in Libya is the broader effort to block hundreds of thousands of refugees who continue to flee to safety in Europe from their home countries in the Middle East and North Africa, areas which have been devastated by a decade and a half of imperialist military intervention.
"Clearly the spring approaching and the prospect of a new influx of refugees from Libya are accelerating western plans to agree on a military intervention and its outlines," IHS Country Risk MENA senior analyst Ludovico Carlino told Tunisia Live late last month. In recent days the European Union and NATO have ramped up military operations in the Aegean Sea, seeking to push back those refugees, mainly from Syria, Iraq and Afghanistan, seeking to reach Greece by boat from Turkey.


text:
Q: How to keep form error message blank on initial load in AngularJS I'm trying to learn forms in AngularJS 1.x.  But I have error messages that are always on when it first loads.  How to develop behaviour such that they are blank on load, and only red after a submit if fields were not entered?  Seems to be a few states I have to use the built-in directives for.

All the elements are similar so let's just take apart this bit.  Also if different for a radio and dropdown list maybe we can discuss that too.

First Name:<input type="text" id="firstName" ng-model="firstName" required/>
    The first name is required.

Do I chain a few directives with || or && ?
Behaviour I'm aiming for

*

*How to keep the error messages off when it loads?

*when I hit submit, and a field is blank, will it then activate the css red error messages?

*I'd like the error messages to clear as I fill in the form without reloading.

Yeah, so any tips greatly appreciated.  Doesn't have to be particularly pretty
Thanks

UPDATE 1
gist of current code
Well I took a stab at it.  Still really a hot mess at this point.  Don't know how to use submit to test for each field and then display the error message if blank.  Also seems like a lot of duplication on the testing of field states. Is there a better way to break up that logic? Ugggghhhhh
UPDATE 2
This one's weird, the form now has all text boxes not buttons or checkboxes!? But the HTML hasn't changed.  Sigh

A:     ng-if="identification.firstName.$error.required && !$pristine"

Go search more on $pristine and $dirty validator

A: You can add some other property to your ng-if and set its value to true only when form is submitted.
in your html add this new property

First Name:<input type="text" id="firstName" ng-model="firstName" required/>
    The first name is required.

in your controller set this property to true when form is submitted
$scope.submit = function(){
    $scope.running = true;
    ...
}

redpajama_set_name: RedPajamaStackExchange


Dutch climate group Milieudefensie says some 17,200 people have registered as co-complainants in the case, which is said to be the first of its kind.
The UN estimates Africa will be home to 2.2 billion people by 2050, necessitating massive investment in infrastructure - a process historically ruinous for the environment.
The Swedish schoolgirl climate campaigner has inspired worldwide protests, striking a chord with younger people disillusioned by the slow progress of the adult world in halting climate change.
This was revealed during a meeting of Parliament's portfolio committee on Environmental Affairs on Wednesday, where the possible banning of single-use plastic products was discussed.
Based on the polluter pays principle, companies which exceed the threshold of carbon emissions, will be charged R120 per ton of carbon dioxide emissions.
The rat-like Bramble Cay melomys -- whose only known habitat was a small sandy island in far northern Australia -- has not been spotted in a decade.
The pilot bioenergy carbon capture and storage project is expected to capture a ton of carbon dioxide a day.
Antoine Frérot, CEO of Veolia, notes the steep increase in plastic production over the last half-century, from 15 million tonnes during the 1960s to a reported 311 million tonnes in 2014.
During her speech at the World Economic Forum, 16-year-old climate crusader Greta Thunberg said "our house is on fire".
The manipulation of facts, fake news and information overload are all factors that have brought humans as close to destroying the planet as ever, said the non-profit Bulletin of the Atomic Scientists.


Mueller Funeral Home is located in Mason city of Ohio state. On the street of Tylersville Road and street number is 6791. To communicate or ask something with the place, the Phone number is (513) 398-9100 if you don't know how to go Mueller Funeral Home click here. You can get more information from their website muellerfunerals.com.


text:
TechEmergence
Follow @TechEmergence
TechEmergence is the only news and media site exclusively about innovation at the crossroads of technology and psychology. We cover a variety of technologies, mainly homing in on augmented reality, virtual reality, and brain-machine interface. Our focus is on breaking news and the insights of top researchers, investors, and entrepreneurs in emerging technology.
Open Brain-Computer Interface: An Interview with Conor Russomanno
Research-Innovation
by Corrina Underwood and TechEmergence - September 8, 2014
Conor Russomanno is the founder and research developer of OpenBCI, a low-cost open-source hardware platform that records the brain's electrical signals and uses devices and software languages to make the data easily accessible. Russomanno and co-founder Joel Murphy aim to accelerate the advancement of BCI through collaborative hardware and software development.
How brain signals could control a variety of devices: BrainGate's Beata Jarosiewicz
by Daniel Faggella and TechEmergence - September 3, 2014
Link to audio file (23:28), or listen on iTunes
In this interview, TechEmergence talks to Dr. Beata Jarosiewicz from Brown's BrainGate project about the science of making sense of the brain's inner electrical activity, and how the brain might be used to control a variety of devices if calibrated correctly.
The intersection of engineering and neuroscience: Dan Bacher on BrainGate and assistive technologies
by Daniel Faggella and TechEmergence - April 1, 2014
Dan Bacher has always been fascinated by two things: electrical engineering and neuroscience. While these interests may seem divergent, the synthesis of them led him to Brown University's BrainGate Group, where he is the Senior Research and Development Engineer. Says Bacher, "applying technology to the area of neuroscience just always fascinated me."
Finding perfection in the imperfect: Applying Darwinian neuro-evolution to robotics
by Daniel Faggella and TechEmergence - March 25, 2014
When it comes to complex tasks like building a house, many people with different skills work together to accomplish a single, larger goal. Instead of trying to create a perfect robot capable of building a house solo, could scientists replicate how humans function and make a "swarm" of imperfect robots capable of working together to accomplish complex tasks? This is the question Dr. Jekan Thanga hopes to answer. Thanga is one of the leading researchers who are applying bio-inspired neuro-evolutionary methods to robotics, and heads up Arizona State University's Space and Terrestrial Robotic Exploration Laboratory.
Self-contained soft-bodied robotic fish
What looks like a fish, swims like a fish but isn't a fish? The latest in soft-bodied robots created by team of engineers of the Computer Science and Artificial Intelligence Laboratory (CSAIL) at the Massachusetts Institute of Technology.
Robotics in reach: Your smartphone could be a robot brain
Business-Finance
António Câmara is a man with a vision.
Despite the widespread adoption of computers and digital technology over the last few decades, how we interact with that technology, and use technology to interact with the world around us has remained largely unchanged. For example, for over 30 years, the primary means of interacting with a computer has been the keyboard and mouse. Certainly there have been updates to the technology – trackpads, for example, have become a popular mouse alternative – but that essential method of interaction remains the same. Even touch screens, perhaps the most widespread change in how people interact with technology, date back to the 1980's.
Robonaut doctor to practice in space
Astronauts all know how important it is to stay healthy in space. Weightlessness alone can cause a number of physiological changes including muscle atrophy, loss of blood volume and bone loss. Most astronauts complete medical training, which equips them with the skills to perform procedures such as first aid and basic surgery. But what happens if there's an emergency and no medical expert to assist?
Micro bio-bots powered by beating heart cells
Photo by Alex Jerez Roman, Beckman Institute for Advanced Science and Technology
A paper in Nature Communications earlier this year reports on "bio-bots". These tiny machines inspired by sperm, are a hybrid combination of live heart cells and a synthetic polymer body.
The new bots, developed by researchers from the University of Illinois and Arizona State University, are the first swimming micro-machines that mimic the flagellar movement of sperm to traverse the viscous fluids of biological environments. This means they can propel themselves onward, fired by the contractile power of heart cells.
The gateway to advanced neuroprosthetics: Jessica Feldman talks BrainGate and BCI
by Daniel Faggella and TechEmergence - March 7, 2014
If the human brain is considered a computer, what does that mean for science and our lives? Could we repair damaged areas, replace damaged parts, or even upgrade our own minds? It might sound like little more than the stuff of science fiction, but with current advances in brain-machine interfaces, science fiction is fast becoming science fact.
Engineers build brain-controlled music player
Imagine if playing music was as simple at looking at your laptop screen. Now it is thanks to Kenneth Camilleri and his team of researchers from the Department of Systems and Control Engineering and the Centre for Biomedical Cybernetics at the University of Malta, who have developed a music player that can be controlled by the human brain.
Packbot: Serving the Military and World Cup Football
Mapping-Surveillance
by Daniel Faggella and TechEmergence - February 19, 2014
PackBots will be deployed in Brazil during the 2014 World Cup Soccer season to bring a high-tech approach to security. The nation's government has secured a $7.2 million deal with PackBot's creators for 30 of the military bots. The robots will be stationed throughout Brazil's 12 host cities, during the soccer matches to boost security and help examine any suspicious objects.
GuardBot: From protecting territory to playing with dolphins
Military-Defense
by Daniel Faggella and TechEmergence - January 30, 2014
What has the capability to strengthen homeland security, produce a ball's-eye view of a soccer match and swim underwater with dolphins? GuardBot: the latest development in unmanned amphibious vehicle systems.
The cutting-edge spherical robot was developed by Connecticut-based American Unmanned Systems. The 54-pound bot can roll over the roughest terrain including snow, mud, rocks and sand and is the only unmanned amphibious device that is capable of navigating through water.
How biotech might pool the power of the human brain – with Proteo.me CEO Ivo Georgiev
Artificial intelligence has it's advantages. Systematically, over decades of research and development, AI has come to dominate human intelligence in a number of specific and often limited tasks. Yet, AI – at least thus far – has still lagged human intelligence in certain types of rich pattern recognition. For example, AI programs are still comparatively inept with regards to picking up and handling different kinds of objects, and until recently, AI seemed to struggle vehemently in discerning a "cat" from a "dog" on a screen (see: Kaggle).
Emotive communication with things – EmoShape Founder Patrick Levy Rosenthal
Photo credit: Image Agency
Why do people who use Facebook spend so much of their online time there? Why do people want to share, to comment?
Patrick Levy Rosenthal asked himself these answers and was drawn back again and again to: Emotion. Researcher and Parisian, Patrick now lives in London working on his startup, EmoSpace.
Robots at home: Interview with Assistobot CEO Tjin Van Der Zant
Consumer-Household
by TechEmergence and Daniel Faggella - January 5, 2014
Tjin Van Der Zant helped found "Robocup at Home" in 2006, and since then the organization has spread to include a number of new locations everywhere from Brazil to Thailand. As a professor at the University of Groningen in the Cognitive Robotics Lab, and founder of a Robotics startup and machine learning startup – he's pretty "involved" when it comes to robots – and it made me eager to pick his brain about the future of home robotics.

redpajama_set_name: RedPajamaCommonCrawl


In this episode we discuss and review Paul McCartney's 1986 album Press To Play. The album was Paul's attempt to find a "current" sound with producer Hugh Padgham, but the results and critiques were very mixed. We found some songs worth a listen, so check out what we had to say!


Your Directors have pleasure in presenting the 38th Annual Report along with theAudited Financial Statements of the Company for the financial year ended 31 March 2018.
1The Company had sold non-performing assets (NPAs) of Rs. 67802.19lacs which included NPAs greater than 2 years in asset backed portfolio and greater than 6months in mortgage portfolio. The aforesaid sale resulted in reduction of profit after taxbyRs. 14526.88 lacs for the quarter and year ended 31 March 2017.
According to the World Economic Outlook (December 2017 update) the global output wasprojected to expand by a healthy 3.7% in 2017. The pickup in the growth is broad basedlead by both developed and emerging economies. The forecast for 2018 is even higher at3.9% reflecting the back of a pick-up in investments.
Protectionism and insufficient access to foreign markets.
Persistent trade barriers and the increasing risk of trade wars among the world'smajor economic blocs may have potential to undermine the expected positive growth for2018. global growth momentum on Political instability has been ranked as the second mainchallenge.
The tightening of global financial conditions the stability of the financial systemas well as the effects of climate change were considered as the other main challenges forthe global economy in the year ahead.
On implementing GST the Indian economy has initiated the process of transforming intoa formal economy improving the tax base. The tax collection for 11 months in FY 2018showed an increase in net direct taxes by 19.5% on y-o-y basis.
Foreign Direct Investment (FDI) inflows reached US$ 208.99 billion during April 2014 -December 2017 with maximum contribution from services computer software & hardwaretelecommunications construction trading and automobiles.
The foreign exchange reserves were US$ 422.53 billion in the week up to March 23 2018according to data from the RBI which is approximately 11 months of imports.
Merchandise exports grew 11% to US$ 273.73 billion and imports 21% to US$ 416.87billion on a y-o-y basis.
India has improved its ranking in the World Bank's Doing Business Report by 30 spotsover its 2017 ranking and is ranked 100 among 190 countries in 2018 edition of thereport.
Moody's upgraded India's sovereign rating after 14 years to Baa2 with a stableeconomic outlook.
CPI inflation was at 4.4% in February 2018. In the last monetary policy review the RBIhas projected an increase in CPI inflation to 5.1-5.6% during the first half of FY2019.
There are headwinds from the higher bank NPAs elevated bond yields and tradeprotectionism may cause disruption.
The tightening of global financial markets in combination with the NPA-laden domesticbanking sector could affect international capital inflows.
In the first three quarters of FY2017-18 oil prices have been about 16% greater indollar terms than in the previous year.
It is estimated that a $10 per barrel increase in the price of oil will reduce growthby ~0.25bps and increase WPI inflation by ~1.7bps.
NBFCs are vital intermediaries driving the last mile transmission of credit to sectorsthat have not had meaningful access to formal banking credit. They have made a significantcontribution towards supporting the government's agenda of extending financial inclusion.This role assumes an even greater significance at a time when banking institutionsespecially Public Sector Banks are struggling with growth and asset quality.
Over the last few decades NBFCs have developed and supported important infrastructuralrequirements driving economic growth – especially in the areas of transportation(commercial vehicle and auto finance) rural industry (tractors small equipment and smallsector finance) high potential medium & small scale industry (MSME) consumptionfinancing and home finance.
All India sales of new Commercial Vehicles (CV) recorded a growth of 19.94% duringFY2017-18 as opposed to 4.2% growth in FY2016-17. The increase in demand has been in allsegments such as Medium & Heavy Commercial Vehicles (MHCV) Small Commercial (SCV) andLight Commercial (LCV) vehicles which witnessed growth of 11.2% 27.2% and 16.2%respectively.
Volume in the Construction Equipment (CE) segment increased by 24.8% in FY2017-18 asopposed to a decline of 12.5% in FY2016-17.
The sale of new passenger vehicles recorded a growth of 7.9% during FY2017-18 against9.2% growth recorded in FY2016-17. This was mainly due to a slower growth in the utilityvehicle segment. Within the Passenger Vehicles segment Passenger Cars Utility Vehiclesand Multipurpose Vehicles grew by 3.3% 21.0% and 5.8% respectively compared to thecorresponding previous year.
The revival in demand and rural growth led to 22.1% of volume growth in tractors duringFY2017-18 as compared to growth of 18.1% in FY2016-17 the demand for tractors wasstronger on back of increased farm activities with a normal monsoon forecast and improvedsoil moisture and reservoir levels. An upward revision in Minimum Support Price (MSP) andnon-agriculture demand also contributed to tractor growth in FY2017-18.
The MSME sector in India continues to demonstrate resilience in the face of testingglobal and domestic economic circumstances. The sector has sustained an annual growth rateof over 10% for the past few years. With its agility and dynamism the sector has showninnovativeness and adaptability to survive economic shocks.
The significance of MSMEs is attributable to their caliber for employment generationlow capital & technology requirement the promotion of industrial development in ruralareas the use of traditional or inherited skill the use of local resources mobilisationof resources and the exportability of products.
Further the MSME sector continues to have a huge unmet demand for credit. The NBFCsshare in MSME financing will continue to grow but competitive intensity is expected torise due to the entry of small finance banks and PSB recapitalisation.
Last year the government announced various measures such as Pradhan Mantri Awas Yojana(PMAY) in addition to an extension of the credit-linked subsidy scheme to expand theaffordable housing sector. India's mortgage-to-GDP ratio is still low at 10% in Fiscal2017 compared to other developing countries but it has improved from 7.4% in Fiscal 2010given rising incomes improving affordability growing urbanisation including theemergence of tier 2 and tier 3 cities the evolution of the nuclear family concept taxincentives widening reach of financiers and faster loan sanctioning. Various structuraldrivers such as a young population smaller family sizes urbanisation rising incomelevels and widening reach of financiers provides immense growth prospects for NBFCs in thehousing space in medium to long term.
The Company has shown significant of its business in FY2017-18. The new initiativestaken by the Company under a new leadership have shown positive impact during currentyear. The momentum of disbursement has shown good traction leading to steady asset growthon a quarterly basis.
The consolidated GNPA ratio on 90 dpd basis on total AUM declined from 8.8% (restatedbased on new regulatory norms applicable for year ended 31 March 2018) in March 2017 to7.0% in March 2018. Similarly the NNPA ratio on total AUM has declined from 7.5% in March2017 to 5.2% in March 2018. This is a significant improvement which is the result ofvarious collection initiatives undertaken by the Company.
During the year FY2017-18 the standalone disbursements grew by 12.7% from Rs. 596750lacs in FY2016-17 to Rs. 672581 lacs in FY2017-18. Similarly the consolidateddisbursements grew by 8.5% from Rs. 671582 lacs in FY2016-17 to Rs. 728680 lacs inFY2017-18. The growth in disbursement is mainly on the back of increase in disbursement ofUsed Assets Commercial Vehicles and the SME loans.
Total assets as on 31 March 2018 on standalone basis reached to Rs. 1195236 lacs agrowth of 4.70% on y-o-y basis and on consolidated basis it reached to Rs. 1370127 lacsan increase of 0.6% on y-o-y basis.
Total Loan assets as on 31 March 2018 on standalone basis increased by 1.9% y-o-y basisto Rs. 1376553 lacs. However the Total Loan Assets registered on consolidated basisregistered a decline of 3.4% to Rs. 1555474 lacs.
Asset Backed Finance (ABF) business has shown helathy growth on the backdrop ofvarious initiatives taken by the Company to return to the path of healthy growth with aclear focus on portfolio quality. The disbursement in ABF business has shown an increaseof 12% as Compared to last year.
FY 2017-18. This strategic shift to direct origination and lower ticket size loansimpacted the Company's disbursement and loan growth of mortgage business in FY2017-18.With the transition being almost complete the Company expects steady growth in thebusiness going forward. The push for affordable housing by the Government of India willfurther expand the Company's current housing strategy.
SME Business continues to remain a bright spot for the Company.
With better yields and lower credit cost SME profitability is best among the productswhich we offer. Temporary disruption due secularprogressineacharea to demonetisation ledto lower disbursement in first half of fiscal 2017-18. In FY2017-18 SME disbursementincreased by 12% as compared to last year due to increased contribution of business fromtier 2/3 towns the build geo-cluster and industrial segment an increased contribution ofbusiness from Direct Sourcing - starting with pre-approved loans - on a large existingcustomer database.
Insurance business continues to be profitable in FY2017-18.
During the year a sound foundation has been laid by the new management team. TheCompany has achieved improved loss ratios through portfolio correction measures ensuringthat the underwriting guidelines and processes are well defined. The insurance business isgrowing in a responsible and calibrated manner as per the plan. The Company has launchednew and innovative product "One health a comprehensive health insurance plan"in the health insurance segment to capture market share in the fast growing healthinsurance market. This would ensure that the Company remains cost-efficient in itsoperations. The Company also intends to launch new products and shall continue to investin technology to enhance the dealing experience for channel partners resulting in animproved customer experience.
Magma has expanded its branch network to 305 branches in FY2018 as compared to 284branches in FY2017. The Company continues to exploit the untapped potential of existingbranches and ensured that more products are available across our branch network. Generalinsurance and mortgage finance products are available in 125 and 94 branchesrespectively.
At the beginning of the year 2018-19 the Company has successfully raised Rs. 500Crores through a Qualified Institutional Placement (QIP). The QIP received an overwhelmingresponse getting 1.76 times oversubscription from many renowned and marque institutionalinvestors across India and Asia.
The Company Profit afterTax (PAT) on consolidated basis increased to Rs. 23042 lacs inFY2017-18 compared to Rs. 1273 lacs in FY2016-17.
Better interest cost management and a prudent mix of products helped the Companyincrease its net interest margin (NIM) by 137 basis points from 7.4% to 8.8% duringFY2017-18. Even though average lending rates on earning loan assets declined by 7 basispoints to 16.24% it was offset by a decline in the cost of funds from 9.81% in FY2016- 17to 9.15%.
Net Income from Operations (i.e. total income less finance cost) on aconsolidated basis increased by 9.3% from Rs. 127401 lacs in FY2016-17 to Rs.139313Lacs in FY2017-18.
FY2017 -18 mainly due to lower Assets Under Management and higher investment in branchexpansion investments in technology investments in the existing business and increaseoutsourcing of collections in higher brackets.
On a Standalone basis the total Capital Risk Adequacy Ratio (CRAR) for the yearFY2017-18 was 20.7% against the RBI stipulated norm of 15% for non-deposit taking AssetFinance Companies. The recent capital infusion through Qualified Institutional Placementwill further strengthen the capital adequacy going forward.
With the focus of NBFCs on segments traditionally neglected by banks (non-salariedprofessionals individuals traders and transporters) and with the ongoing stress onpublic-sector banks due to mounting bad debt NBFCs have a lucrative opportunity to expandtheir presence in the Indian financial story.
The success of NBFCs can be clearly attributed to their ability to assess the creditworthiness of customers with informal income superior product construct tailored to meetthe needs of identified customer segment excellent turn-around time (TAT from lead todisbursement wider and effective reach strong risk management capabilities to check andcontrol bad debts and an overall better understanding of their customer segments.
As the Indian customer evolves NBFCs would need to leverage new technologies toimprove the customer experience.
Increasingly financial transactions are conducted through electronic banking. As theconsumer acceptance of eKYC and biometric authentication increases fingerprintrecognition has the potential of becoming the most commonly used technology for customerinteractions. Adoption of the emerging and new technology would result in faster loanapprovals and enrich customer experience.
India's financial sector is facing considerable challenges. High non-performing assetsespecially of the Public Sector Banks and the slow deleveraging and repair of corporatebalance sheets are testing the resilience of the banking system holding back investmentand growth.
The year 2017-18 was the year of benign interest rates. However interest rates havesubstantially hardened towards the end of the financial year and have continued to hardenin FY2018-19.
Ensuring that the overall interest cost remains under control would be a big challengein FY2018-19.
The hardening of crude oil prices could lead to higher inflation during the yearputting further upward pressure on the interest rates.
There has been explosive growth in the financial services sector in the recent fewyears. The advent of the new generation banks full service banks small finance banks andpayment banks has opened multiple opportunities for the available talent. Ensuring thatthe available talent remains committed with the Company providing adequate careeropportunities to existing talent pool and continuously building back up talent pool wouldbe another key challenge for the industry.
The Indian economy has returned to become leading growth economy after twin disruptionscaused by demonetization and roll out of the Goods and Services Tax. The growth inFY2018-19 has been projected to be higher than the previous year. The third consecutivegood monsoon would provide further tailwind to the growth and specially augurs well forthe rural economy.
Over last two years the Company has gone through a transformation building blocks forreturning to secular quality growth. The emerging opportunities provide an excellentplatform to achieve sustainable growth.
During the year there was no change in the nature of business of the Company or itssubsidiary.
There are no material changes or commitments affecting the financial position of theCompany that have occurred between the end of the financial year and the date of thisReport.
Regulations 2015 (hereinafter referred to as 'Listing Regulations') your Companyprepared Consolidated Financial Statements in accordance with AccountingStandard-21-"Consolidated Financial Statements" and AccountingStandard-27-"Financial Reporting of Interests in Joint Ventures" issued by TheInstitute of Chartered Accountants of India. The Consolidated Financial Statements formspart of this Report.
Magma Housing Finance Limited [Formerly Magma Housing Finance (A Public Company withUnlimited Liability)] (MHFL) is a wholly owned subsidiary of the Company. MHFL has madedisbursements of Rs. 56099 lacs against Rs. 47539 lacs in previous year. MHFL has earneda PBT of Rs. 3560 lacs for the year ended 31 March 2018 against Rs. 5198 lacs inprevious year.
The Company's Joint Venture with HDI Global SE for General Insurance Business in Indianamed Magma HDI General Insurance Company Limited (MHDI) (the 'JV Company') hascompleted five full years of operation in the year ending 31 March 2018. MHDI has reportedGross Written Premium (GWP) of Rs. 56028 lacs in FY 2017-18 against Rs. 42288 lacs in FY2016-17. MHDI has earned PBT of Rs. 606 lacs for the year ended 31 March 2018 asagainst Rs. 717 lacs for the year ended 31 March 2017.
Jaguar Advisory Services Private Limited (JASPL) a Joint Venture with HDI Global SE isan Advisory Services Company domiciled in India. Presently JASPL provides manpowerservices. JASPL has earned a PBT of Rs. 1.36 Lacs for the year ended 31 March 2018against Rs. 1.92 Lacs in previous year.
Regional Director Eastern Region Ministry of Corporate Affairs (the "RegionalDirector") has vide its confirmation order dated 15 January 2018 (the"Effective Date") approved the Scheme.
Consequently the Scheme became effective from 15 January 2018 with effect from 1April 2017 being the Appointed Date of the Scheme the entire business and undertaking(s)of MASL including all the debts liabilities duties and obligations and all assets havebeen transferred to MFL. MASL stands dissolved without winding-up on the effective dateand therefore ceases to be a wholly owned subsidiary Company of your Company. MagmaHousing Finance Limited which was at the time an indirect subsidiary held through MASLhas become a direct subsidiary of your Company.
The Board of Directors of your Company approved the Scheme of amalgamation betweenMagma ITL Finance Limited wholly owned subsidiary ('Transferor Company') (MITL) andMagma Fincorp Limited (Transferee Company) (MFL) with the stated objectives of inter aliaachieving greater integration financial strength and flexibility and achievingconsolidation of the activities of our Company. The Hon'ble National Company Law TribunalKolkata Bench (NCLT) has vide its order dated 8 May 2018 approved the Scheme.
Consequently the Scheme becoming effective from 8 May 2018 with effect from 1 October2017 being the Appointed Date of the Scheme the entire business and undertaking(s) ofMITL including all the debts liabilities duties and obligations and all assets have beentransferred to MFL. MITL stands dissolved without winding-up on the effective date andtherefore ceases to be wholly owned subsidiary Company of your Company.
Pursuant to Section 129(3) of the Companies Act 2013 a statement in Form AOC-1containing the salient features of the Financial Statement of your Company's subsidiaryand joint ventures forms part of this Report and hence not repeated here for the sake ofbrevity.
As stipulated in SEBI (Listing Obligations and Disclosure Requirements) (SecondAmendment) Regulations 2016 the Company has in place the Dividend Distribution Policywhich is available on the Company's website at its weblink i.e.https://magma.co.in/about-us/investor-relations/secretarial-documents/download-secretarial-documents/.
In accordance with the Policy the Board would endeavour to maintain a total dividendpay-out ratio in the range of 10% to 20% of the annual standalone PAT of the Company. YourDirectors have recommended dividend @40% on Equity Shares i.e Re. 0.80 per Equity Share ofthe face value of Rs. 2/- each to deliver sustainable value to its shareholders. Thepayment of the dividend is subject to declaration by the members at the ensuing AnnualGeneral Meeting of the Company.
The Company proposes to transfer a sum of Rs. 4110.00 lacs to Statutory Reserve asrequired by RBI. An amount of Rs. 51940.35 lacs is proposed to be retained in the SurplusAccount as at the end of FY 2017-18.
Being a non-deposit taking Company your Company has not accepted any deposits from thepublic within the meaning of the provisions of the Non-Banking Financial CompaniesAcceptance of Public Deposits (Reserve Bank) Directions 2016 and provisions of CompaniesAct 2013.
Your Company had formulated and implemented Magma Employees Stock Option Plan 2007(MESOP 2007) and Magma Restricted Stock Option Plan 2014 (MRSOP 2014) in accordance withthe SEBI (Employee Stock Option Scheme and Employee Stock Purchase Scheme) Guidelines1999 and SEBI (Share Based Employee Benefits) Regulations 2014 including any amendmentsthereto ('SEBI Guidelines/Regulations').
The Nomination and Remuneration Committee of the Board of Directors of the Companyinter alia administers and monitors the MESOP 2007 and MRSOP 2014 in accordance with theapplicable SEBI Guidelines/Regulations.
The details of the options granted and outstanding as on 31 March 2018 along with otherparticulars as required by Regulation 14 of the SEBI (Share Based Employee Benefits)Regulations 2014 is available on the website of the Company www.magma.co.in athttps://magma.co.in/about-us/investor-relations/secretarial-documents/download-secretarial-documents/and the Auditors' Certificate would be placed at the forthcoming Annual General Meetingpursuant to Regulation 13 of the said Regulations.
During the year 69000 Equity Shares of the face value of Rs. 2/- each were allottedto the eligible employees at a price of Rs. 60/- per Equity Share (including a premium ofRs. 58/- per Equity Share) upon the exercise of stock options by the employees.
Issue of Equity shares through Qualified Institutional Placement (QIP) under theprovisions of Chapter VIII of Securities and Exchange Board of India (Issue of Capital andDisclosure Requirements) Regulations 2009 as amended Your Company raised capitalamounting to Rs. 500 crores approximately through the Qualified Institutional Placement(QIP) route by way of issuing and allotting 32258064 Equity Shares of face value Rs. 2each for cash at issue price of Rs. 155 per Equity Share (including a premium of Rs. 153per Equity Share) to a host of renowned and marque Institutional Investors who areQualified Institutional Buyers.
The new Equity Shares issued shall rank pari passu with the existing Equity Shares ofthe Company in all respects.
Consequent to the issue of the additional Equity Shares as above the issuedsubscribed and paid up Equity Share Capital of the Company stands increased to Rs.5385.73 lacs divided into 269286736 (Twenty Six Crore Ninety Two Lacs Eighty SixThousand Seven Hundred and Thirty Six) Equity Shares of Rs. 2/- each as on date.
During the year the Company issued 1600 Nos. Secured Redeemable Non-Convertible Debtin the nature of Debentures of face value Rs. 10 lacs each aggregating to Rs. 16000Lacs. In addition the Company also issued 200 Nos. Secured Redeemable Non-ConvertibleDebt in the nature of Debentures of face value Rs. 100 lacs each of which 15% (partlypaid) of the face value aggregating to Rs. 3000 Lacs. Total amount raised through SecuredRedeemable Non-Convertible Debt Instruments is Rs. 19000 lacs.
During the year the Company issued 200 Nos. Unsecured Redeemable Non-ConvertibleSubordinated Debt in the nature of Debentures of face value of Rs. 10 lacs eachaggregating to Rs. 2000 lacs. Total amount raised through Unsecured RedeemableNon-Convertible Subordinate Debt Instruments is Rs. 2000 lacs.
During the year the Company issued 10 Nos. of Unsecured Redeemable Non-ConvertiblePerpetual Debt in the nature of Debentures of face value of Rs. 10 lacs each aggregatingto Rs. 100 lacs .Total amount raised through Unsecured Redeemable Non-ConvertiblePerpetual Debt instruments is Rs. 100 lacs.
During FY 2017-18 Credit Analysis & Research Limited ('CARE') reaffirmed itsratings on the Company's Short term debt instruments at CARE A1+ Bank Facilities longterm Secured and Subordinated Debt instruments at CARE AA- and Perpetual Debt instrumentsat CARE A+. The long term Secured Debt instruments and Bank Facility ratings of theCompany have been reaffirmed ICRA Limited & India Ratings & Research PrivateLimited at ICRA AA - and IND AA- respectively. AA- reflects that these instruments havehigh degree of safety regarding timely payment of financial obligations and carry very lowcredit risk. CARE Ratings & ICRA Limited have also revised upwards its rating outlookon long term facilities to Stable from Negative. SMERA and Brickwork ratings hasreaffirmed the rating for Unsecured Subordinated Debt Instrument at AA.
Rating for Short-term debt instruments from CRISIL are reaffirmed at CRISIL A1+.
A status of ratings assigned by rating agencies and migration of ratings during theyear is also provided in note no. 35(i) to the standalone financial statements of theCompany.
Particulars of loans guarantee and investments outstanding during the financial yearis furnished in note nos. 14 19 30 33 and 42 to the standalone financial statements ofthe Company.
The Risk Management Committee (RMC) functions in line with the Non-Banking FinancialCompanies – Corporate Governance (Reserve Bank) Directions 2015. The Committee metthree times during the year its terms of reference and functioning are set out in theCorporate Governance Report. The Company understands that risk evaluation and riskmitigation is a function of the Board of the Company and the Board of Directors are fullycommitted to developing a sound system for identification and mitigation of applicablerisks viz. systemic and non-systemic. The Company has also implemented /adopted RiskManagement Policy.
Integrated Risk Management (IRM) Framework encompassing both the Credit Risk as well asthe Market & Interest Risk of the organisation. The said framework helps to manage therisks through constant monitoring of key parameters within the organisation. Involvementof the Senior Management team in implementation of the IRM framework ensures achievementof overall organisational objectives across all business units.
Currently Magma's Risk Management team of dedicated professionals uses lateststatistical tools and applications to help it benchmark against the best competitivepractices of the industry and accordingly align its credit policies for every customercategory in accordance with the organisation's own risk appetite and historical portfolioperformance.
Challenges of Portfolio quality faced in last two years have largely been overcome inFY 2018 through a robust hind-sighting process hawk like focus towards resolution ofearly warning indicator (EWI) and Continuous Portfolio Monitoring Indicator (CPMI) cases.The initial results are very encouraging.
Regular portfolio reviews by Magma's Risk Department that eventually reports to theRisk Management Committee ensures assessment of the evolving and changing market risks.The RMC meets at regular intervals to chalk out road-map in respect of building asset baseas well as maintaining portfolio quality in the evolving market.
The above indicators have direct impact on customer cash flows and operationalviability of commercial assets that Magma funds; these are tracked very closely throughoutthe year to ensure portfolio level corrective steps from time to time.
Operational risk encompasses anything that is beyond credit or market risk and covers awide range of the Company's activities. It involves alignment of all functions andverticals towards identifying the key risks in the underlying process. Each functionalvertical undergoes transaction testing to evaluate internal compliance and thereby laydown processes for further improvement. Thus the approach is "bottom-up"ensuring acceptance of findings and faster adoption of corrective actions if any toensure mitigation of perceived risks.
Magma's Risk Department is working closely with external experts to set up a robustOperational Risk Framework in the organization to build up strong safe-guards against theperceived operational risks. With the proposed framework in place Magma will look forwardtowards an automated Risk Control system which will better manage both policy andprocesses and help minimize frauds and improve portfolio quality.
In a nutshell internal metrics form the key of risk management in Magma. The entirecredit process is metrics-driven to achieve the risk-return goals and ensure a healthyportfolio.
Any mismatch in tenures of borrowed and disbursed funds may result in liquidity crisisand thereby impact Company's ability to service its loans. Thus it is imperative thatthere exists nil or minimal mismatch between the tenure of borrowed funds and assetsfunded. At Magma prudence and appropriate risk is the guiding principle for decisionmaking in the treasury functions. The Company has maintained appropriate asset liabilitymaturity with regard to its tenure and interest rates.
The Company has marginal exposure to foreign exchange risk since its disbursements arein rupee terms and the nature of its borrowings are also in domestic rupee debt. Whereverlimited foreign exchange exposure exists the Company has entered into appropriatecurrency hedging to adequately mitigate the said risk.
Magma over a period of 3 decades has worked meticulously to diversify its borrowingprofile and set of institutions it borrows from. Such diversified and stable fundingsources emanate from several segments of lenders such as Banks Insurance CompaniesMutual Funds Pension funds Financial and other institutions including Corporates. Inaddition to this the Company has established a formidable track record in its access tothe securitization / assignment market. As a matter of prudence and with a view to manageliquidity risk at optimum levels Magma keeps suitable levels of unutilized bank limits toeffectively mitigate possible contingencies arising out therefrom.
The Company has in place an Asset Liability Management Committee (ALCO) comprising ofBoard Members which periodically reviews the asset-liability positions cost of fundsand sensitivity of forecasted cash flows over both short and long-term time horizons. Itaccordingly recommends for corrective measures to bridge the gaps if any. The ALCOreviews the changes in the economic environment and financial markets and suggestssuitable strategies for effective resource management.
This results in proper planning on an on-going basis in respect of managing variousfinancial risks viz. asset liability risk foreign currency risk and liquidity risk.
Further the Board is of the opinion that at present there are no material risks thatmay threaten the functioning of the Company.
Magma has an adequate system of internal control in place. The Company has documentedits policies controls and procedures covering all financial and operating activities ITgeneral controls designed to provide a reasonable assurance with regard to reliability onfinancial reporting monitoring of operations protecting assets from unauthorised use orlosses compliances with regulations prevention and detection of fraudulent activitiesetc. The Company continues its efforts to align all its processes and controls withleading practices.
A well-established independent Internal Audit team reviews monitors and evaluates theefficacy and adequacy of internal control systems in the Company its compliance withoperating systems procedures and policies of the Company and its subsidiaries. The scopeand authority of the Internal Audit division is derived from the Audit Charter dulyapproved by the Audit Committee.
The Audit Committee of the Board of Directors comprising of independent directorsregularly reviews the audit plans significant audit findings adequacy of internalcontrols compliance with accounting standards as well as reasons for changes inaccounting policies and practices if any.
The Company's well defined organisational structure documented policies guidelinesdefined authority matrix and internal financial controls ensure efficiency of operationsprotection of resources and compliance with the applicable laws and regulations.
Moreover the Company continuously upgrades its systems and undertakes review ofpolicies. The internal financial control is supplemented by extensive internal auditsregular reviews by management and standard policies and guidelines to ensure reliabilityof financial and all other records to prepare financial statements its reporting andother data. The Audit Committee of the Board reviews internal audit reports given alongwith management responses. The Audit Committee also monitors the implemented suggestions.The Company has in material respect an adequate internal financial control overfinancial reporting and such controls are operating effectively. The statutory auditors ofthe Company have also certified on the existence and operating effectiveness of theinternal financial controls relating to financial reporting as of March 2018.
The Company has in place a vigil mechanism named "Breach of Integrity and WhistleBlower (Vigil Mechanism) Policy" to provide a formal mechanism to the Directors andemployees to report their concerns about unethical behaviour actual or suspected fraud orviolation of the Company's Code of Conduct or ethics policy. The Policy provides foradequate safeguards against victimisation of employees who avail of the mechanism and alsoprovides for direct access to the Chairman of the Audit Committee.
The details of the said Policy is explained in the Corporate Governance Report and isavailable on the website of the Company www. magma.co.in athttps://magma.co.in/about-us/investor-relations/secretarial-documents/download-secretarial-documents/.
At Magma we know that our employees are key in ensuring consistent business success.Our aim is to provide a conducive work environment and enhance their skills so that theycan meet their aspirations while contributing to the Company. We are consistentlyassessing market trends and understanding our employee requirements to adopt new processesand policies or simplifying and modifying existing ones.
Management System found resonance with the employees and 4500 of them got certifiedacross various mandatory and functional learning courses. The portal is a savvy platformavailable anytime anywhere and on any device. Through our Sales skill programs aimed atfrontline employees and customised to the role we covered 87% employees.
The involvement of business leaders in training was truly a positive step towardsbuilding a culture of learning. A series of Train the Trainer programs were launched tocreate a pool of functional trainers in Business. This model helped build ownership andinvolvement of managers across levels and they not just attended training but also trainedtheir teams.
"Learning Friday" our in branch training model is one of the continuouslearning programs where the 1st Friday of every month is dedicated to learning andproviding positive strokes to teams. 10 editions of the program through the year coveredall frontline employees and first level supervisors in ABF business.
The key focus during the year was to build skills that improve job performances andhelp employees attain success on a continuous basis.
We are progressing in a concerted manner to embed technology in areas that simplifylives of our employees and enable productivity.
Our onsite PeopleSoft platform today has all modules live including employeeconfirmation separation and recruitment. To create a great new joinee experience eMilaapa portal to upload new hire documents went live earlier this year.
Going forward we will focus on mobility options while strengthening dashboards for ourleaders to leverage. We also plan to embrace new age platforms such as chatbots that willallow our employees especially those in the field to get real time responses on keypolicy queries.
Incentive schemes can be an important driver for business outperformance. We have theseschemes for all employees in line (revenue generating customer facing) roles. Our schemesare sharp with clear key performance indicators (KPIs) for our line staff to ensureaccountability and understanding. The scheme design incorporates channel nuances to ensurethat each plan is aligned with the specific objectives of the department and channel ofbusiness.
At the frontline we have monthly incentive schemes while at supervisory roles thefrequency is quarterly and annually.
These are dynamic schemes that reflectchanges in the external business environment andrevisited each year.
• Clarifying career aspirations for key talent so that they remain aware of theirgrowth within Magma.
• Ensuring that remuneration is appropriately benchmarked and aligned with therole.
The Company has zero tolerance towards sexual harassment at the workplace and hasadopted a 'Policy for Prevention of Sexual Harassment' to prohibit prevent or deterany acts of sexual harassment at workplace and to provide the procedure for the redressalof complaints pertaining to sexual harassment thereby providing a safe and healthy workenvironment in line with the provisions of Sexual Harassment of Women at Workplace(Prevention Prohibition & Redressal) Act 2013 and the rules thereunder. During theyear under review one case of sexual harassment was reported which was then resolved bythe Company. To build awareness and appreciation of this area we have implemented anonline knowledge module leveraging our learning management system.
Magma has been an innovator and an early adopter of technology.
Information Technology has been in the process of transforming from a business enablerto a key business driver in FY 17-18. This year Information Technology focused on businesstransformation which has direct impact on the way Magma does business embracing digitalpayment channels implementing innovative solutions improving employee satisfaction andenhancing operational efficiency.
In Fiscal 17-18 Magma has been building a Credit decision engine which would helpautomate the credit decision at the front end. This will help Magma in serving thecustomer much faster to maintain a high quality portfolio and enable sales team to makedecisions on real time basis. Customer needs and customer satisfaction are key drivers forall the solutions Magma has implemented this year. As rural customer landscape is changingconstantly and as they are embracing and adopting digital technology Magma introduced amobile payment gateway. Customers can now pay their EMIs without going to the branches.The mobile payment gateway supports Debit card transaction net banking UPI and 2 paymentbanks. This year Magma collected EMIs of the tune of Rs. 5880 lacs through 40956transactions. Customer service team was enabled with streamlined and customised systemworkflow for reaching their business targets and to serve customer in a better way.
GST and Demonetisation were major unruly events which affected all the NBFCs this yearInformation Technology has enabled business to tackle these events by enhancing the CoreApplication and making it GST compliant. From Demonetisation point of view the Point ofCollections systems has been upgraded quickly to accommodate the disruptive changes.
Helpdesk activities which helped in improving employee productivity and enhanced ITissue management. Employee on-boarding process was digitised to give a best in classonboarding experience to new employees. HR and Admin team have adopted Magma Service Desk(MSD) in a big way in FY2018 which has helped streamline their daily operational support.Travel management system has been re-engineered to provide flexibility for employees tomanage their travel activities. These initiatives improved employee satisfactionproductivity and reduced internal operational cost.
Magma has moved its email platform to cloud based services from Microsoft (Office 365Exchange Online services for its Email collaboration services) making it a disaster proofservice which is highly scalable and secure. As per the master guidelines issued by RBIfor 'IT Management framework' an IT Strategy Committee has been formed whichconnects on a quarterly basis and reviews the Information Technology and Technologysecurity initiatives.
A Technology Vulnerability Management program has been put in place to ensure allbusiness applications go through rigorous security scans before going into production.
Business is leveraging the real time decision making capabilities driven by dataanalytics and business intelligence dashboards. Daily and monthly dashboards are built forall key employees across the organization which enable them to track the business growthand take informed decisions based on data insights.
During FY2018-19 Information Technology will continue its focus on improving the topline growth and impacting bottom line directly by implementing solutions that fall underfive strategic themes namely "Digital" "Operational Efficiency ""Analytics" "Collaboration" and "Security".The focus will be on delivering business value fast and securely by constantly challengingthe status quo experimenting evolving and delivering solutions that are simple reliableand innovative.
Magma offers a wide basket of financial solutions to the customers.
Through these events we show-cased the asset finance products Vehicles new and usedUnsecured SME lending and the Housing products. The key focus in sales activities revolvedaround automation and tablet adoption to leverage the revamped sales process changesbeing undertaken across all loan products. Customer convenience and ease of decisionmaking to reduce the Turnaround time was one of the key deliverables. We continued toemphasise on the quality of servicing to our existing customers to make them happy.
Auto lease business managed to retain most of its client base with a live fleet of 4000Vehicles. In order team has undergone structural change which will give us greaterengagement with our existing customers & position as a preferred leasing partner fornew acquisitions at Pan India Level.
In the Housing business Magma focused on Affordable Housing projects by putting upsmaller hoardings at approved project locations. We attended all National Housing Bankbuilder association/CREDAI and industry bodies like FICCI anchored events and in somesmaller locations even organised Builder meets to make them familiar with Magma Housingproducts and build relationships. "Shikhar" and "Apna Ghar Utsav"in-branch Cross selling initiatives were taken up where existing customers of ABF businesswere invited and provided spot sanction for Home loans. We have also started promotingPradhan Mantri Awas Yojana (PMAY) and Credit Linked Subsidy Scheme (CLS) very proactivelyat all our branches and also at some of the affordable housing projects.
At Magma HDI apart from series of local events and engagement activities for Customersand Intermediaries throughout the year the highlight was the multi-city mega launch ofOneHealth at 4 zonal headquarters - Mumbai Kolkata Hyderabad & Raipur followed bysmaller events at 35 locations covering 1600 Intermediaries. The events were covered byall leading media houses around the country. We have also partnered with leading corporatebroking houses and industry associations to organise thought leadership seminars at Delhiand Hyderabad.
Magma aims to be the most trusted and accessible financial services institutionpromoting financial inclusion and creating value for all its stakeholders. CustomerService is a key focus area for your Company. Your Company also believes in integritygood governance professionalism transparency and client satisfaction.
In FY 18 we initiated a structured project for improving customer experience. Weconducted a customer journey mapping and identifying 104 moments of truth and prioritisedimprovement projects for 37 key areas where customer experience needed to be enhanced. Asa result of these initiatives customer complaints across ABF SME and HFC verticalshave reduced significantly by 62%. We have also commenced work on identifying the rightCustomer Record Management solution for the business with the objective of having oneunique customer id across the Group. Other initiatives taken during the year includeregular updates to customers over SMS for their loans during processing or even servicingand closure which has helped us to provide a quick almost instant update and transparencyto our customers.
Events such as "Shikhar" – the in-branch invitation for spot sanctionfor new home loans provided to our existing ABF and SME customers has continued to helpus reach out and cross-sell our existing customers. The focus on Customer Service desk inall branches has helped us to tap online queries of our potential customers and engagethem through multiple initiatives. During the year we have also launched various customerfeedback studies through our call centre in-branch customer services short-code services& emailer campaigns.
Your directors vide a resolution passed by circulation on 29 August 2017 on therecommendation of the Nomination and Remuneration Committee had appointed Ms. MadhumitaDutta-Sen (DIN: 07885010) as the Additional Director in the capacity of Non-ExecutiveDirector with effect from 29 August 2017. Ms. Dutta-Sen is serving as a nominee ofInternational Finance Corporation ("IFC") on the Board of the Company. Her termsand conditions of the appointment are governed by the Subscription and Policy RightsAgreement dated 24 June 2011 and Amendment to the said Agreement dated 29 September 2014entered into by and between the Company and IFC.
By virtue of the provisions of Articles of Association of your Company and Section 161of the Companies Act 2013 Ms. Dutta-Sen will vacate office at the ensuing Annual GeneralMeeting (AGM) of your Company. Your Directors have recommended for the approval of theMembers the appointment of Ms. Dutta-Sen as Non-Executive Director of the Company liableto retire by rotation with effect from the date of the ensuing AGM of your Company.
Ms. Dutta-Sen is not disqualified from being appointed as a Director as specified interms of Section 164 of the Companies Act 2013.
Notice under Section 160 of the Companies Act 2013 have been received from a Memberof the Company proposing candidature of Ms. Dutta-Sen. Appropriate resolution seeking yourapproval to the aforesaid appointment along with brief profile of Ms. Dutta-Sen isappearing in the Notice convening the 38th AGM of your Company.
In accordance with the provisions of the Companies Act 2013 and Regulation 36 of theListing Regulations Mr. Mayank Poddar (DIN: 00009409) retires at the ensuing AGMand being eligible offers himself for re-appointment. The brief resume / details relatingto Director who is to be re-appointed is furnished in the Notice of the ensuing AGM.
The Board of Directors of your Company recommends the reappointment of the Directorliable to retire by rotation at the ensuing AGM.
During the financial year Ms. Ritva Kaarina Laukkanen (DIN: 01782934) who was theNon-Executive Director of the Company and a nominee of IFC has resigned from the Board ofDirectors with effect from 15 May 2017.
After the close of the financial year Mr. Sanjay Nayar (DIN:00002615) Non-ExecutiveDirector of the Company and a nominee of Zend Mauritius VC Investments Limited (Zend) hasresigned from his office as a Director from the of the Company with effect from 19 April2018. The above resignation was consequent upon termination of the Investment Agreementwith Zend.
The Board of Directors placed on record their deep appreciation for the assistance andguidance provided by Ms. Ritva Kaarina Laukkanen and Mr. Sanjay Nayar during their tenureas Directors of the Company. The Company benefitted immensely from their rich managementexperience.
The Board of Directors also placed on record their appreciation to Zend for theirsustained support during the transformation journey of your Company for over the last 7years.
The Company has received declarations pursuant to Section 149(7) of the Companies Act2013 from all the Independent Directors of the Company confirming that they meet thecriteria of independence as prescribed both under Section 149(6) of the Companies Act2013 and in terms of Regulation 16 of Listing Regulations.
In compliance with the requirement of Regulation 25 of Listing Regulations the Companyhas put in place a familiarisation programme for the Independent Directors to familiarisethem about the Company and their roles rights responsibilities in the Company. Thedetails of the familiarisation programme are explained in the Corporate Governance Report.The same is also available on the website of the Company www.magma.co.in athttps://magma.co.in/about-us/investor-relations/secretarial-documents/download-secretarial-documents/.
The Board evaluated the effectiveness of its functioning and that of the Committees andof individual directors by seeking their inputs on various aspects of Board/CommitteeGovernance through structured questionnaire.
The aspects covered in the evaluation included the contribution to and monitoring ofcorporate governance practices participation in the long-term strategic planning and thefulfilment of Directors' obligations and fiduciary responsibilities including but notlimited to active participation at the Board and Committee meetings.
The Board considered and discussed the inputs received from the Directors. Further theIndependent Directors at their meeting reviewed the performance and role ofnon-independent directors and the Board as a whole and Chairman of the Company. Furtherthe Independent Directors at their meeting had also assessed the quality quantity andtimeliness of flow of information between the Company management and the Board that wasnecessary for the Board to effectively and reasonably perform their duties.
The Board has on the recommendation of the Nomination and Remuneration Committeeadopted the Remuneration Policy which inter-alia includes policy for selection andappointment of Directors Key Managerial Personnel Senior Management Personnel and theirremuneration. The Remuneration Policy is stated in the Corporate Governance Report.
f. that proper systems to ensure compliance with the provisions of all applicable lawsare in place and that such systems are adequate and operating effectively.
Minimum four pre-scheduled Board meetings are held annually.
Additional Board meetings are convened by giving appropriate notice to address theCompany's specific needs. In case of business exigencies or urgency of mattersresolutions are passed by circulation.
During the year six Board Meetings and five Audit Committee Meetings were convened andheld the details of which are given in the Corporate Governance Report. The interveninggap between the meetings was within the period prescribed under the Companies Act 2013and Listing Regulations.
Pursuant to resignation of Mr. Sanjay Nayar the Audit Committee was reconstituted andpresently comprises of Mr. Narayan K Seshadri who serves as the Chairman of the Committeeand Mr. Nabankur Gupta Mr. Satya Brata Ganguly and Mr. V K Viswanathan as other members.The terms of reference of the Audit Committee has been furnished in the CorporateGovernance Report. All the recommendations made by the Audit Committee during the yearwere accepted by the Board.
Pursuant to resignation of Ms. Ritva Kaarina Laukkanen and Mr. Sanjay Nayar theNomination and Remuneration Committee was reconstituted and presently comprises of Mr.Nabankur Gupta who serves as the Chairman of the Committee and Mr. Narayan K Seshadri. Mr.Satya Brata Ganguly and Mr. V K Viswanathan as other members. The terms of reference ofthe Nomination and Remuneration Committee has been furnished in the Corporate GovernanceReport.
The composition and terms of reference of the Stakeholders' Relationship Committee hasbeen furnished in the Corporate Governance Report.
The Corporate Social Responsibility Committee comprises of Mr. Mayank Poddar who servesas the Chairman of the Committee and Mr. Sanjay Chamria and Mr. Satya Brata Ganguly asother members.
The Annual Report on CSR activities is annexed herewith and marked as Annexure 1.
All transactions with Related Parties are placed before the Audit Committee forapproval. All related party transactions that were entered into during the financial yearwere on an arm's length basis and in the ordinary course of business the particulars ofsuch transactions are disclosed in the notes to the financial statements. Further therehas been no materially significant related party transactions between the Company and itsdirectors their relatives subsidiaries or associates hence the Company is not requiredto provide the details of form AOC-2.
The Policy on Related Party Transactions is available on the Company's website at itsweblink i.e. https://magma.co.in/about-us/investor-relations/secretarial-documents/download-secretarial-documents/.
There were no significant material / Courts / Tribunals which would impact the goingconcern status of the Company and its future operations.
M/s. B S R & Co. LLP Chartered Accountants Bangalore bearing Registration No.101248W/W-100022 have been appointed as the Statutory Auditors of the Company for a periodof 5 years from the conclusion of the 36th AGM (for FY 2015-16) till the conclusion of the41st AGM (for FY 2020-21).
Report are self-explanatory and do not call for any further comments. The AuditorsReport does not contain any qualification reservation adverse remark or disclaimer.
Pursuant to the provisions of Section 204 of the Companies Act 2013 and the Companies(Appointment and Remuneration of Managerial Personnel) Rules 2014 the Board of Directorsof the Company has appointed M/s. MKB & Associates Practicing Company Secretaries[Membership No-7596] to conduct the Secretarial Audit for the FY 2017-18. The SecretarialAudit Report for the financial year ended 31 March 2018 is annexed herewith and marked asAnnexure-2. The Secretarial Audit Report does not contain any qualification reservationor adverse remark.
The Company complies with all applicable Secretarial Standard.
As stipulated in Regulation 34(2)(f) of the Listing Regulations the BusinessResponsibility Report describing the initiatives taken by the Company from environmentalsocial and governance perspective forms part of this Report.
(iii) Auditors' Certificate regarding compliance of conditions of Corporate Governance.
Your Company does not have any activity requiring conservation of energy or technologyabsorption and the foreign exchange earnings and the foreign exchange outgo of the Companyis orderspassedbytheRegulators furnished in note no. 34 to the standalone financialstatement.
The details forming part of the extract of the Annual Return in form MGT 9 forms partof this Report and is annexed herewith and marked as Annexure-3.
In terms of the provisions of Section 197(12) of the Companies Act 2013 ('theAct') read with Rules 5(2) and 5(3) of the Companies (Appointment and Remuneration ofManagerial Personnel) Rules 2014 and Companies (Appointment and Remuneration ofManagerial Personnel) Amendment Rules 2016 a statement showing the names and otherparticulars of the employees drawing remuneration in excess of the limits set out in thesaid rules are provided in this Report and marked as Annexure-4.
Disclosures pertaining to remuneration and other details as required under Section197(12) of the Act read with Rule 5(1) of the Companies (Appointment and Remuneration ofManagerial Personnel) Rules 2014 and Companies (Appointment and Remuneration ofManagerial Personnel) Amendment Rules 2016 are provided in this Report and marked asAnnexure-4.
Pursuant to the provisions of the Companies Act 2013 relevant amount which remainedunpaid or unclaimed for a period of seven years have been transferred by the Company fromtime to time on due dates to the Investor Education and Protection Fund (IEPF). Duringthe year under review your Company has transferred Rs. 194084/- (Rupees One Lac NinetyFour Thousand and Eight Four Only) to IEPF.
Pursuant to Rule 6 of the Investor Education and Protection Fund Authority (AccountingAudit Transfer and Refund) Rules 2016 (as amended from time to time) read withapplicable provisions of the Companies Act 2013 all the underlying shares in respect ofwhich dividends are not claimed/paid for the last seven consecutive years or more areliable to get transferred to the IEPF DEMAT Account with a Depository Participant asidentified by the IEPF Authority. Accordingly during the year under review 282336equity shares of face value of Rs. 2 each were transferred to IEPF DEMAT Account.
The Company has uploaded the details of unpaid and unclaimed amounts lying with theCompany as on 2 August 2017 (date of last Annual General Meeting) and also the details ofequity shares transferred to IEPF DEMAT Account on the Company's website(www.magma.co.in) as also on the Ministry of Corporate Affairs' website.
During the year under review neither the Statutory Auditors nor the SecretarialAuditors has reported to the Audit Committee under Section 143(12) of Companies Act 2013any instances of fraud committed against the Company by its officers or employees thedetails of which needs to be mentioned in the Board's Report.
Your Directors would like to record their appreciation of the hard work and commitmentof the Company's employees and warmly acknowledge the unstinting support extended by itsbankers alliance partners and other stakeholders in contributing to the results.
Statements in the Board's Report and Management Discussion and Analysis describing theCompany's objectives outlook opportunities and expectations may constitute "ForwardLooking Statements" within the meaning of applicable laws and regulations. Actualresults may differ from those expressed or implied expectations or projections amongothers. Several factors make a significant difference to the Company's operationsincluding the government regulations taxation and economic scenario affecting demand andsupply natural calamity and other such factors over which the Company does not have anydirect control.


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Pyalitsa () is a rural locality (a selo) in Tersky District of Murmansk Oblast, Russia, located on the Kola Peninsula at a height of  above sea level. Population: 14 (2010 Census).

References

Notes

Sources

Rural localities in Murmansk Oblast

redpajama_set_name: RedPajamaWikipedia


Merry Christmas to everyone who follows my blog, and anyone else who happens along!
The image above is Belfast City Hall, lit up for Christmas with the Continental Market in front, and passing traffic creating light trails.
Posted in Landscape, Photography, UrbanTagged Antrim, Belfast, Belfast City Hall, Christmas, Christmas Market, Continental Market, Ireland, light trailsBookmark the permalink.
Happy Christmas Aidy, hope it's a good one. Great pic of the market.
Cheers Martin. Have a great Christmas, and hope we both get plenty of exploring done in 2017.


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Tinnitus – Its Causes, its Consequences and its Treatment
Written by MIM101 on July 5, 2016 . Posted in Articles
The phenomenon known as tinnitus may be defined quite simple as the occurrence of sounds within the ear that cannot be attributed to any external source. As such, it falls into two classes that are referred to as objective and subjective. In the latter case, the sounds heard may also be perceived by an examining physician or audiologist. In such cases, the cause is often nothing more sinister than muscular spasms that result in crackling noises or clicking in the region of the middle ear.
One other objective manifestation may occur due to turbulence in local blood vessels that mimics the heartbeat and is thus described as pulsatile tinnitus. Only rarely are these objective manifestations of medical significance. By contrast when this symptom is subjective in nature, it is not discernible to third parties and it may have some hearing-related implications. It is important to stress that the occurrence of these sounds, which can present in numerous ways including ringing, buzzing, humming, hissing and whistling, is purely a symptom and not an illness in itself. Such sounds will, on occasions, prove to be a reflection of some underlying condition. However, quite often, these curious and sometimes rather annoying, noises can appear to have no readily discernible cause.
Among the more common causes of tinnitus is a build-up of wax in the ear canal or a middle-ear infection. The condition known as Ménière's disease which affects the middle ear and disrupts its balancing mechanism can also be responsible. The symptom may also be experienced temporarily following a blow to the head or exposure to a sudden loud noise such as a gunshot. When one-sided and accompanied by hearing difficulties it is often a sign that it's time for a hearing test.
In some subjects the noises are faint and easily ignored, but for others they are loud enough to interfere with concentration and to cause insomnia. While all occurrences should be investigated regardless of their severity, where the tinnitus is sufficiently intense to cause psychological stress, it should never be ignored. Generally, dealing with any underlying hearing disorder, will also tend to alleviate the noises. In other cases, however, there are also ways in which to manage its effects. These include the use of soothing sounds such as music to mask the less desirable sounds until, in time; it becomes possible to ignore them unaided.
As an alternative, a course of cognitive behavioural therapy under the guidance of an experienced therapist can achieve much the same effect. More recently, an oral preparation consisting of micronutrients and powerful antioxidants has become available from the Ear Institute and is proving very effective for tinnitus control.


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"What's My Line?"
A review of "What's My Line" at Roots and Culture Gallery
By F Newsmagazine June 27, 2011 Arts & Culture, Uncategorized
"What's My Line?" An Anonymous Group Exhibition Organized by Justin Thomas Shaefer at Roots & Culture
Remember the sponge-painted appliqué techniques that permeated the bedrooms of American '90s youth? I was pleased to find the same loud and colorful faux décor splatter the once-white walls of Roots & Culture this past Saturday at "What's My Line?" An Anonymous Group Exhibition Organized by Justin Thomas Schaefer – although something tells me that Schaefer's involvement with the show is slightly more than curatorial.
Installation view. Image courtesy of Roots and Culture.
Among the bright red and blue splattered walls, there were a range of two-dimensional objects, from neon geo-paintings, to a trio of canvases delicately tiled with pressed four-leaf clovers and encased in glass. The select installation of Schaefer's "collected" objects maintains a spare presence throughout the space, as if they were not the true focus of the show. As such, the exhibition reads more as an experiment, especially since it does not seem to adhere to any particular narrative structure. The show runs without any of the usual requirements of a gallery opening: no press release, no accreditation to any artists, and nameless work (there's not even so much as an Untitled; the titles are simply not there). In fact, any attempt to read some kind of narrative into the show would lead to little more than a confusing void, unless of course the viewer were to consider the entire exhibition as an extension of Schaefer's practice.
Photo by Stephanie Cristello
If you're like me and you've seen Schaefer's work before, it is unlikely (as the title suggests) that this show is a collaborative effort – especially given its aesthetic ties to Schaefer's solo exhibition Practice Makes Purpose last August, 2010 at Monument 2. Borrowing its title from a 1950s game show, where panelists attempted to guess the occupation of the contestants, "What's My Line?" is perhaps the perfect symbol for the artist's relationship to his own work. While not technically part of the title, the phrase "An Anonymous Group Exhibition" should be considered as well, particularly because anonymity is the only framework through which we can enter Schaefer's work. Although each piece employs subtle variations in the retelling of the game show, Schaefer heightens the viewer's interactions with the objects as a collective whole by masking the "creator's" identity. With every piece we view, we are reminded of its anonymous context and non-specified origins. As a result, any ability the work has to communicate with its viewer is silenced by its lack of referent.
Image courtesy of Roots and Culture
What's My Line? raises a larger riddle about Schaefer's lack of biographical presence in the press. The artist graduated from SAIC in 2008; was nominated as one of "40 North American Emerging Artists" that same year by the New Museum of Contemporary Art; and in 2010 had a groundbreaking solo exhibition, Comedy Comedy, at Midway Contemporary Art; but nonetheless, Schaefer's name has remained shockingly unsearchable on the web. And he isn't just hard to pin down online; he's also somewhat rootless off-line, as well, without any main home base or institutional affiliation. Schaefer is one of the few exhibiting artists I know who works without a studio. Over the past year, he has been installing the majority of his shows directly in the gallery, going from space to space between L.A., Chicago and Minneapolis. So more than just an "anonymous exhibition," we are faced also with a relatively anonymous artist. But it's uncertain exactly to what extent the average viewer will catch on to this elaborate inside joke. In the last analysis, Schaefer himself is the only contestant in this game show for one; and the audience, who was pointed in the wrong direction, is too confused to guess.
"What's My Line?" An Anonymous Group Exhibition Organized by Justin Thomas Shaefer
Roots and Culture
1034 N Milwaukee
www.rootsandculturecac.org
Art Review, Arts & Culture, chicago
Arts & Culture, Uncategorized "What's My Line?"
"It Is What It Isn't"
seventeen + eighteen =


It has never been easy to expose your feelings or to let somebody knows that you have feelings for him/her, because you are afraid that you might get hurt or be disappointed, but the easy to cast black magic spell can make that person that you love feel the same as you feel, so you will not need to tell him/her that you are falling in love with, but he/she will come straight to you and tell you how much he/she loves you, the caster will cast the easy to cast black magic spell, and you will be together and nothing will separate you.
What does the caster of easy to cast black magic spell do?
The caster must have some dolls pictures on his chest that accompanying the ritual, and it must take place at his home where he will have everything that is needed to perform the ritual, and it is normal for some one who cast the spell to have his own house to do everything there, and people will come to him, he cant go around to different places because people are so many, so they must come to him, if you have any problems related to love or any help you need, the caster is available with the easy to cast black magic spell.
How can easy to cast black magic bring back my love?
Have you just lost your lover? Do you want him/her to come back running to your arms again? bringing back your lost lover can be difficult, because you will never know if that person is still interested to you or not, or maybe he/she has moved on with his/her life and you does not exist anymore in his/her life, situations like this can be very emotional, because you can find out that what breaks you up with your lover was just a minor problem that the caster was going to fix within a short period of time, but you chose to do nothing about it, but being alone has given you stress and depression, and you are now looking for help, than you are very welcome to come to the caster to cast the easy to cast black magic spell for you that will bring back your lover.
The caster will give you the eternal life with your partner, you will never experience any hardships.
The purpose of candle of magic love spell is to lighten up your relationship or marriage where there is some darkness or problems, it will make sure that you love is always on light not on dark, it will protect you from bad lucks or evil spirits, it will bring you closer to your lover and give you the unbreakable and endless love to cherish forever as long as you both still alive, only by using the candle of magic love spell.
During the process of the ritual, different candles will be taken as they have different meaning, like maybe the white candle will be to lighten up your relationship or marriage, red candle to stop disagreements, troubles and problems, and maybe the black candle will be to remove all the curses, bad lucks and darkness in your marriage, the caster will cast the candle of magic love spell, to sort out every challenges you are facing in your love.
When the caster is doing the ritual, he will light all the candles, accompanying by spiritual sacrifices or animal sacrifices to make it even more stronger, than the magic will start happening, it sounds scary but there is nothing harmful about it, it will work very fast, and the caster will do exactly as you say you want it, the candle of magic love spell will be cast to make sure that you will never come across any problem in your relationship, it will take away all the stress and sadness in your relationship that is troubling you.
The candle of magic love spell will make sure that you will never face situations where you will find yourself breaking up with your lover or your marriage falling apart, it will keep you happy together, your love will be like a bright star that comes out in the night, you will never have any worries about who is cheating or accusing one another, that will all happen if the caster has caster for you the powerful and effective candle of magic love spell which conquers everything that is an obstacle in your relationship.
Some people have many doubt about these spell casting, they say others take so long and others don't work at all, some are tired of going to them because their problems has never been solved but the real caster will do everything for you very fast.


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Władysław Haczewski (ur. 21 marca 1900, zm. 1967) – polski inżynier metalurg, piłkarz "Pogoni" Lwów.

Ukończył w roku 1933 wydział mechaniczny Politechniki Lwowskiej. Pracował na  Mechanicznej Stacji Doświadczalnej Politechniki Lwowskiej przy ul. Sapiehy 12. Po II wojnie światowej w latach 1945–1946 sprawował funkcję adiunkta Politechniki Śląskiej w Gliwicach. Od roku 1946 był dyrektorem zakładu w Instytucie Metalurgii Żelaza. Od roku 1956 był kierownikiem Katedry Metaloznawstwa Politechniki Częstochowskiej. W roku 1957 przełożył wraz ze Szczepanem Chodkowskim i Wiesławem Mazurem z języka rosyjskiego podręcznik "Metaloznawstwo" Aleksandra Gulajewa. Zajmował się wykorzystaniem ultradźwięków w nieniszczącym badaniu metali.

Władysław Haczewski był piłkarzem – bramkarzem lwowskiej "Pogoni".

Bibliografia
 PROGRAM POLITECHNIKI LWOWSKIEJ NA ROK AKADEMICKI 1933/34
 Kronika 60-lecia – od Wydziału Metalurgicznego do Wydziału Inżynierii Procesowej, Materiałowej i Fizyki Stosowanej

Polscy piłkarze
Piłkarze Pogoni Lwów
Absolwenci Politechniki Lwowskiej
Polscy inżynierowie metalurdzy
Urodzeni w 1900
Zmarli w 1967


Buck numbers may be down from a year ago, but wildlife officials still expect good conditions for the hunt.
(Courtesy Jim Shuler) Plenty of buck mule deer should be available during this year's general rifle buck deer hunt. Utah's most popular hunt starts Oct. 21.
Utah's rifle deer hunt opens Saturday with an expected 60,000 orange-clad hunters hitting mountainous areas throughout Utah.
The thousands afield affects non-hunters and fall outdoor enthusiasts who would do well to either visit national parks where no hunting is allowed or wear something bright if recreating near deer hunting areas.
Hunters could find a more challenging hunt for buck deer.
Scattered reports during the general archery and muzzleloader hunts earlier in the year indicate that buck numbers may be down a bit, according to the Division of Wildlife Resources.
That is especially true in parts of northern and northeastern Utah, especially the Cache hunting in northern Utah and the South Slope unit in northeastern Utah.
Encouraging news for deer hunters is that the number of bucks per does is at or above the objective for every Utah unit and last year's hunt was the best in decades.
Shannon expects a good hunt, but not as good as a year ago.
In 2016, 87,000 hunters took a total of 32,000 bucks during the general archery, muzzleloader and rifle hunt, the most deer killed since 1996 when 104,000 took 33,000 during the three hunts.
The DWR says the best way for deer hunters to get a feel for the unit where they have permits to hunt is to visit www.wildlife.utah.gov/HuntPlanner.
That site offers notes from the biologists who manage the unit where hunters have a permit. It offers information about the unit, safety considerations, number of bucks, maps showing the unit's boundaries, which land is public and which is private, and various types of deer habitat found on the unit.
• Prepare your firearm by cleaning it, checking you have the correct ammunition and by visiting a shooting range to practice. For a list of ranges, go to www.wildlife.utah.gov/dwr/shooting-centers-home.html.
• It's a good idea to scout the area you will hunt at least once before the season begins, especially if you are not familiar with it. This can increase success.
• Put together a small survival kit to carry, including a first-aid kit, three ways to make a fire, quick-energy snack foods, a flashlight, an extra knife, a cord or rope, a compass or GPS, and a small pad of paper and pencil.
• Make sure your vehicle is in good mechanical condition and carry a shovel, an ax, tire chains, jumper cables and a tow chain.
• Before leaving, make sure people you leave behind know where you are going and when you expect to return.
• Know your physical limitations.